{"id":430,"date":"2008-08-13T03:43:02","date_gmt":"2008-08-13T11:43:02","guid":{"rendered":"http:\/\/www.gtdtimes.com\/2008\/08\/13\/delegating-the-desired-outcome\/"},"modified":"2014-02-03T14:33:46","modified_gmt":"2014-02-03T22:33:46","slug":"delegating-the-desired-outcome","status":"publish","type":"post","link":"https:\/\/gettingthingsdone.com\/2008\/08\/delegating-the-desired-outcome\/","title":{"rendered":"Delegating The Desired Outcome"},"content":{"rendered":"<p><em>Maurice Gavin &#8211; former staff presenter with the David Allen Company<\/em><\/p>\n<p><a title=\"maurice-1.jpg\" href=\"https:\/\/gettingthingsdone.com\/wp-content\/uploads\/gtdtimes\/2008\/08\/maurice-1.jpg\"><img decoding=\"async\" src=\"https:\/\/gettingthingsdone.com\/wp-content\/uploads\/gtdtimes\/2008\/08\/maurice-1.jpg\" alt=\"maurice-1.jpg\" align=\"right\" \/><\/a>During a recent seminar I delivered,\u00a0 a\u00a0 senior company leader asked the following question: How do you recommend I delegate?<\/p>\n<p>I have been asked this question before but lately it seems that this question, or one like it is being asked more and more frequently.<\/p>\n<p>Usually this question is being asked by individuals who manage others and\/or who describe themselves as those who \u2018get their work done&#8217; through educating, inspiring, leading and supporting others&#8211;sound familiar?<\/p>\n<p>It seems to be a more and more common concern for people who are senior in their roles and responsibilities: \u201cHow do I delegate such that I hedge my bet to improve the odds that what I delegate will be done\u00a0 on time, within budget and to my standard of quality\u201d.<\/p>\n<p>The person who asked the question then proceeded to tell a near horror story: what they had delegated to trusted staff turned out terribly.\u00a0 The end product was<\/p>\n<ul>\n<li>Far afield from\u00a0 what they thought they had asked for,<\/li>\n<li>The quality was\u00a0 poor<\/li>\n<li>The available\u00a0 time to make adjustments was lost<\/li>\n<li>And a last minute\u00a0 decision had to be made to either go with what they had or scrub it\u00a0 altogether&#8211;neither of which was acceptable.<\/li>\n<\/ul>\n<p>As a result the person who had delegated the task found themselves staying up late that night (the presentation was the next morning) correcting and finalizing the previously delegated task (a critical component of the impending presentation) and doing what they could have done themselves (had they just hung on to the item in question).\u00a0 Fortunately, after burning the midnight oil, the deliverable was turned in and the day was saved.<\/p>\n<p>The bad news\u2026 this manager has the emotional scars from this experience burned into his subconscious.\u00a0 Now every time they consider delegating to that same individual or anyone else they second guess themselves and more often than not hold onto the item and do it themselves to ensure &#8220;it gets done right&#8221;<\/p>\n<p>My response to her question and my response to others\u00a0 who have this question is always the same (I paraphrase for our purposes) .\u00a0 \u201c The failure &#8221;\u00a0 was not necessarily in delegating in the first place, or to that particular individual (usually one intuitively knows who is right for the task or is offering that person an opportunity to &#8216;step up&#8217;), but in the failing to clarify whether the item in question was fully quantified and communicated at the point of the hand-off in the minds and systems of all parties concerned (in this case the senior leader and her direct report)<\/p>\n<p>I frequently will then say, &#8220;Did you delegate the desired outcome regarding this item?&#8221; in an attempt to get the person raising the question to see for themselves what contributed to the target being missed .<\/p>\n<p>At this point, there is usually a pause as they think about my words and the syntax I have within I have framed them .\u00a0 Sometimes, they immediately get the play on words, and shorty thereafter they realize the power of \u2018Desired Outcome\u2019 as it relates to delegation.<\/p>\n<p>I often will follow-up with questions similar to the following, just to ensure that they have a chance to visualize the steps during the delegation process where they could have inserted the elements of GTD to their mutual benefit:<\/p>\n<ul>\n<li>Was the image of\u00a0 the deliverable you desired to receive in completed form clearly\u00a0 illustrated?\u00a0 Often times,\u00a0 merely understanding the manner in which the deliverable will be utilized\u00a0 will keep the task on vector toward its desired\u00a0 outcome<\/li>\n<li>Did you reference\u00a0 earlier times when something similar was done that could serve as a comparable\u00a0 to this task you were asking them to undertake?\u00a0 \u201cRemember last\u00a0 quarter when we delivered the XYZ Report to corporate and the 3rd\u00a0 section graphs and corresponding analysis\u201d?\u00a0 Using commonly understood\u00a0 completed examples will also save time and\u00a0 frustration.\u00a0 Did you indicate\u00a0 the varied audiences that would be consumers of their work and any\u00a0 sensitivities therein that could serve as landmines en route to their\u00a0 successful completion of the task delegated?\u00a0 One example:\u00a0 \u201cThe CEO will\u00a0 be reviewing this\u00a0 so the\u00a0 tone will be a critical element in getting\u00a0 this to pass muster.\u00a0 Be sure to make it sound like her quarterly report\u00a0 letters to the shareholders as she thinks that this is how all correspondence should\u00a0 sound\u201d<\/li>\n<li>Was the\u00a0 \u2018preferred by\u2019 deadline clear?<\/li>\n<\/ul>\n<p>Everyone is\u00a0 usually clear on the actual deadline, but often people have unstated comfort\u00a0 zones that represent how far ahead or behind schedule they are comfortable\u00a0 being.\u00a0 This can be a major point of stress for both the person doing the delegating\u00a0 as\u00a0 well as the person to whom the work was delegated\u00a0 (often at a less than conscious level\u2014\u2018when do they\u00a0 really want this back\u2019)<\/p>\n<p>Did you identify\u00a0 the &#8216;Next Action&#8217; you see as being \u2018next\u2019 as the start point you preferred\u00a0 they undertake first to get them headed in the right\u00a0 direction?<br \/>\nI am now seeing\u00a0 leaders train their followers to ask:<\/p>\n<ul>\n<li>What do you see as the \u2018Next\u00a0 Action\u2019 for this item you are about to delegate to\u00a0 me\u201d<\/li>\n<li>Did you ask them\u00a0 for feedback prior to concluding the hand-off such that they could ask for\u00a0 clarification before finalizing their acceptance of the delegated\u00a0 task?\u00a0 Sadly, most managers\u00a0 (this senior leader included) realize that they hand tasks off at\u00a0 \u2018light speed\u2019 (really fast for you non-Star Wars fans) and never follow up\u00a0 to determine whether the hand-off was complete.<\/li>\n<li>Did you identify\u00a0 a check-in point where they could identify any &#8216;sticking points&#8217; while there\u00a0 is still time for course correction during the term allocated to complete the\u00a0 delegated task?<\/li>\n<\/ul>\n<p>Frequently when I ask these questions, senior managers that delegate many tasks will nod in agreement as they realize that the only direction they have given was the stated\u00a0 deadline.\u00a0 In many instances their direct reports are\u00a0 intimidated and as a result they do not come back and ask for\u00a0 clarity for fear of being seen as less than\u00a0 \u2018up-to-the-task\u2019.<\/p>\n<p><strong>The Desired Outcome Must Be Delegated<\/strong><\/p>\n<p>If we are going to be effective when it comes to delegating tasks, we must take steps to be certain that what we are delegating is absolutely clear to the person to whom we are delegating the work. This means that:<\/p>\n<ol>\n<li>We must define\u00a0 \u2018what done means\u2019 regarding the thing we are trying to hand off<\/li>\n<li>We must identify the start point so it is clear to the person receiving the task:\u00a0 \u2018what they should be doing first\u2019.<\/li>\n<li>We should give\u00a0 the the person to whom we have delegated the task an opportunity to provide\u00a0 immediate feedback as to where or how they\u00a0 see themselves undertaking this task.\u00a0 The intent here\u00a0 should be to ensure that their trajectory is well aligned thereby enhancing\u00a0 their probability of arriving at the desired outcome ahead of schedule, on\u00a0 time and under budget.<\/li>\n<li>We must allow for\u00a0 periodic feedback so that we can monitor the progress of those people to whom we delegate tasks.\u00a0 This will allow us to see if there are\u00a0 problems, questions or concerns\u00a0 and if or when these crop up we will have the time to quickly address them or provide corrective feedback.<\/li>\n<\/ol>\n<p>As we are more and more dependent on others to support us in the realization of our desired outcomes at work and in life, it is critical to become as effective as possible at task delegation.<\/p>\n<p>I recommend becoming so by \u201cDelegating The Desired Outcome\u201d.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Maurice Gavin &#8211; former staff presenter with the David Allen Company During a recent seminar I delivered,\u00a0 a\u00a0 senior company leader asked the following question: How do you recommend I delegate? I have been asked this question before but lately it seems that this question, or one like it is being asked more and more &hellip; <\/p>\n<p class=\"link-more\"><a href=\"https:\/\/gettingthingsdone.com\/2008\/08\/delegating-the-desired-outcome\/\" class=\"more-link\">Continue reading<span class=\"screen-reader-text\"> &#8220;Delegating The Desired Outcome&#8221;<\/span><\/a><\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[32],"tags":[22,26,29,125,308,309,310],"class_list":["post-430","post","type-post","status-publish","format-standard","hentry","category-productivity-tips","tag-getting-things-done","tag-gtdtimescom","tag-gtd","tag-tasks","tag-delegation","tag-desired-outcome","tag-maurice-gavin","entry"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v26.8 (Yoast SEO v26.8) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Delegating The Desired Outcome<\/title>\n<meta name=\"description\" content=\"GTD Coach Maurice Gavin shares with us the tools for 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